home Remote work and freelance What is quality in a quality management system. What is included in the concept of a quality management system? It is necessary to manage information that contains requirements for products and processes and data on the state of production.

What is quality in a quality management system. What is included in the concept of a quality management system? It is necessary to manage information that contains requirements for products and processes and data on the state of production.

Mikhail Yurievich Rybakov Business consultant, business coach, senior partner of Just Consulting, certified project management specialist (IPMA)
Alexander Leonidovich Shmailov Leading trainer-consultant for quality management, head of the "Quality Management" direction at Just Consulting
Management News magazine, No. 1 for 2008

“The challenge of the time for enterprises can be formulated as“ faster and more cost-effective mastering of the ever-increasing variety of rapidly changing tasks. ”

Alexander Leonidovich Shmailov

annotation

This article is devoted to the creation and implementation of a quality management system (QMS) in Russian company... After reading it, you:

Find out what benefits your business will receive from the implementation of the QMS
Explore modern species QMS and you will be able to choose the most suitable for you
You will be able to understand how to create a QMS in your company and prepare it for international certification

Article bears practical and is based on world practice and many years of experience of the authors in the field of quality in companies such as:

Western: BEKO (plant in Russia), Daimler-Benz / Mercedes Benz Avtomobili, Trocal, KBE, TUV EC, Volvo Truck Corporation Russia, Kuhne + Nagel LLC Russia, etc.
Russian: BeeLine, Business Process LLC, Corbina Telecom, Moscow Business School, Sawatzky, Yukos NK, etc.

The entire article will be built on a single end-to-end example. We took the conventional Etalon company as our hero. It is a multi-brand car dealer-center for the sale, repair and maintenance of cars of European brands. This example is nice because:

firstly, many of us regularly use the services of car service stations (STOA)
secondly, this example can be used to illustrate the implementation of QMS in companies involved in sales, production and provision of services.

History of the company. Problems

Etalon was founded in 2001. At that time, she was engaged in the maintenance of Volkswagen cars. Over time, a number of Japanese and Korean brands also began to sell and service. Today Etalon is one of the leaders in the regional market. Recently, however, competition has become increasingly fierce and therefore the company has begun to pay more serious attention to those points that had not previously reached their hands:

The workshop staff does not comply with the time norms and standards of the enterprise
The Directorate believes that the productivity of the direct labor force (mechanics, electricians, diagnosticians) could be much higher
Customers are not entirely satisfied with the quality and speed of service
Rare customers turn to services again: they go to competitors

And consequently:

The company loses its position in the market
Owners and investors are not satisfied with the return on invested capital.

Of course, these problems were not new to management. And, of course, they tried to solve them:

Installed video surveillance of the work of mechanics, locksmiths and electricians
Increase or decrease the level of premium, linking it to performance
Trained acceptors to work with clients
And much more

However, all this gave only a temporary improvement. And then one day the owner of the company heard that there is such a science - quality management, and decided to implement it in my company.

What is quality management and what does it give

What are the business benefits?

Advantages that you can get are very diverse:

Reduced production costs and increased profits
Increasing the capitalization and investment attractiveness of the company
Increasing the manageability and transparency of the company for management
Increased employee motivation and loyalty, improved team environment
Increased customer satisfaction
Development of the image and increasing the competitiveness of the company
Possibility of entering foreign markets and cooperation with the largest Russian firms
Continuous improvement of the company

How is this achieved?

Simply put, quality is about how to build your business "according to the mind"... Distinguish:

Quality management is the same area of management as production, finance, personnel and others. But at the same time, it is more complex, affecting all aspects of the company's work, and therefore being under the jurisdiction of its top management.

And all successful companies in the world (from such giants as Daimler-Benz to small companies) in various business areas are dealing with these issues.

What are the quality management systems?

There was a time when each leading company created its own QMS. However, in order not to “reinvent the wheel” based on the practices of the world's most successful companies (best practices), various quality standards, for example:

ISO 9001: 2000
He talks about how to build an effective, long-term successful company, regardless of the scope of its business. It is also used to assess partners: how risk-free it is to work with them.
This standard is basic for all QMS created in the world, therefore we will take it as a basis for further presentation. Other standards clarify and detail the requirements of ISO 9001: 2000 for specific countries and industries.

ISO QS 9000
Standard for the assessment of suppliers and contractors in the automotive industry. Adopted by the "big three" American car companies: Ford, General Motors, Chrysler.
VDA 6.1 / 6.2
European standard similar to ISO QS 9000. Accepted German companies such as BMW, Volkswagen, Mercedes, Siemens.
ISO TS 16949

An international standard that grew out of the above.

But that's not all. If you have implemented the QMS, then you have reached a certain basic level for the industry. But the competition is growing, and if you want to develop further, your guideline can be programs to further improve, for example:

Statistical Process Control (SPC)
A set of methods for quality control of products at all stages of the life cycle.
Quality cost management
Reducing costs from poor quality (marriage) due to its prevention.
Toyota production system - TPS and Lean Production
Toyota production system. It is one of the most successful quality management systems in the world.
State of the art preventive maintenance (TPM) methods
System Japanese methods to evaluate and improve the overall efficiency of production equipment.
Six Sigma
A system originally developed by Motorola. It is based on design approach with the implementation of improvements and a clear organizational structure.

Basic principles of quality management

In the work on quality, one can distinguish 3 levels:

1. Ideology

2. Psychology

3. Tools

"What does this mean? - you ask. - What does ideology have to do with it? In our country, this was more than enough! Look at the results! "

That is so, but the point is that an employee of a company can be given the best tools, machines and equipment, but if he won't want work efficiently, all your efforts will be a waste of money and time.

Ideology needed to form public opinion. For example, in Japan, the principle is promoted: "A good person is ashamed to work badly." In the US, Quality is often compared to religion. A person cannot be forced to believe in God. Also with quality. You cannot force - but you can convince, create the appropriate attitude within the framework of a particular project, company, or the whole society.

Understanding psychology an employee is needed in order to be able to convey the basic principles of quality to employees.

A instruments help to put into practice the principles of quality.

Quality as a discipline was created in many ways by efforts individuals... They are often referred to as "Quality Gurus". It was they who laid the ideological foundation of quality as a management discipline, developed tools that are actively used all over the world.

Edward Deming is rightfully considered one of the founders of the world science of quality. In the 1940s. XX century, he worked as a professor of statistics at New York University. At that time, he first had the idea that statistical methods could be used for quality management. He offered his ideas to many American companies, but at that time his ideas were not accepted in the US business circles. He tried to find understanding in a number of countries of the world, including the Soviet Union. He almost stayed in our country, but the country's leadership demanded that he publicly declare that the Soviet industry is the highest quality in the world. Having familiarized himself with the state of affairs at several factories, he could not take such a step, which means that he was forced to continue his search for a country where his ideas would be accepted. Japan turned out to be such a country.

After the Second World War, Japan was in a very difficult economic situation, and the goods produced by its industry were completely uncompetitive due to their very low quality. For six years, Dr. Deming has lectured and advised executives Japanese enterprises and government representatives. As a result, the Japanese were able to put into practice new management principles and become world leaders in the quality of their products.

Much later, in the early 80s, many years after the start of the "Japanese industrial revolution", Deming formulated his famous "14 principles of quality" which reflect his many years of successful experience working on quality in the largest companies around the world.

The essence of Deming's approach is that the reasons for low efficiency and poor quality are most often inherent in the system, and not in the workers... Therefore, to improve operational results, managers must adjust the system itself. Deming paid particular attention to:

the need collecting statistical information on deviations from standards
reduce deviations in the processes and products of the company
at the expense of search, analysis and elimination of the causes of deviations.

So let's consider "The 14 principles of Edward Deming", which to this day are the basis for quality management around the world.

1. Striving for improvement

“Make the drive to improve a product or service constant; yours final goal- to become competitive, stay in business and provide jobs. "

Rice. Quality growth in Japan and the USA

The Japanese are very fond of telling how they overtook America in quality. Do you know how they explain their success?

In the United States, quality is improved from time to time when a technological or managerial breakthrough occurs. In Japan, one of the components of any work is its continuous improvement (Kaizen). How this happens, we will consider a little below (PDCA cycle). In the meantime, I suggest you think about the question: how does quality change over time in Russia? Remember the dynamics of quality change of many trade marks that have appeared on the consumer market in recent years ...

Repetitive improvement (PDCA cycle)

One of the main principles in the development of quality is the principle of continuous improvement. He finds practical embodiment in the implementation of the famous PDCA cycle (from English words: plan- to plan, do- make, check- check, act- to act) developed by Edward Deming.

This principle symbolizes the endlessness of the improvement process. Imagine that you are sailing to a certain destination. The boat will periodically be blown away by the current, turned around by the wind. In order to sail towards your intended goal, you will have to regularly adjust your course using the principle of feedback. Note that goals can change ... However, in business people often think that once they find the right solution, they can use it forever.

Rice. PDCA cycle

The PDCA cycle is often depicted as a person pushing the wheel of continuous development up an incline. The circle symbolizes the continuous nature of improvement. This symbol is very popular in Japan, like the technique itself. For example, the PDCA cycle is often the topic of discussion in Quality Circles.

2. New philosophy

“We are living in a new economic era. Leaders must respond to the challenges of this era, must recognize their responsibilities and become leaders to bring about change. ”

If you want to run your company using the old “I'm the boss, you're a fool!” Principle, it's best to leave all the talk about quality right away. The experience of most companies that have successfully implemented a quality management system suggests that everything starts with a belief in the quality of the company's top management. And often at first you have to overcome the wall of misunderstanding and resistance from the bulk of employees and middle-level managers. Quality is “doomed to success” only if top managers accept it as one of the main priorities for the company's development, regularly proclaim its important role, and most importantly, they themselves adhere to the principles of quality in their daily work, by their example convincing employees to follow the new course.

3. Termination of mass checks

“Get over your addiction to quality control. Quality cannot be ensured through mass inspections, it must be the result of a sustainable product manufacturing process. "

Initially, quality as a management discipline arose with the introduction of conveyor production at the beginning of the 20th century. Prior to that, an artisan who produced his products in small batches could control the production process himself from start to finish. And the worker standing on the assembly line became separated from the results of his labor, that is, those "10 nuts" that he screwed every day from morning to evening were very far from the shiny beautiful cars that rolled off the assembly line at the end of assembly and finishing.

Then, for the first time, the idea of creating a quality control department (technical control departments) arose, that is, special divisions arose, whose main task was to control the quality of manufactured products. The main problem with final inspection is that even if some defects in the finished product are found, its elimination can be very expensive for the company, and often there are "hidden defects" that are discovered only when the product reaches the end user.

Also, the disadvantage of mass control is the psychological problems that arise in production when there are a large number of controllers. Who enjoys working when the watchman's watchful eye is constantly watching you?

The opposite of total control is development of the quality of the business process and technological process so much so that the occurrence of marriage will be impossible in principle. Also one of the goals is to achieve reproducibility of processes... For example, one car can be produced in a garage, but in order to make a thousand identical ones, and even with workers of different skill levels, quality management is needed.

4. Caution with cheap purchases

“Stop the practice of buying based on the search for the lowest price, instead, keep the total costs to a minimum. Try to have one supplier for each component, work with him on the basis of a long-term relationship of trust. "

Any company depends on the resources that it acquires on the foreign market. Oftentimes, management forces purchasing managers to focus on minimum prices. However, when choosing suppliers, it is important to pay attention not only to the price of purchased products, but also to total cost of ownership this resource during the entire period of its operation, which includes both the cost of repairs and spare parts, and losses from downtime of cheap resources. Often, a simple economic calculation shows that it is better to buy more expensive but high quality products. You can calculate what is more profitable: invite a team of professionals or a brigade of guest workers for the construction of your cottage, who are sober only at the time of the conclusion of the contract, and the trowel was first picked up a month ago. As the saying goes, "I'm not rich enough to buy cheap things" ...

5. Continuous improvement of systems

“It is necessary to constantly look for the causes of defects in order to long term to improve all systems of production and provision of services, as well as any other activity related to the enterprise. "

This principle tells us how important it is to analyze the causes of problems that arise during the operation of the company. “There are no defeats - there are only Feedback", Say the wise. Our mistakes and miscalculations are invaluable experience that will facilitate our path to success in the future. Only a detailed consideration of the reasons that led to a particular problem allows you to eliminate it in the future. It is extremely important from the very first steps of the project development to cultivate in the employees the principle of a detailed analysis of the difficulties that arise in order to take real steps to eliminate them and prevent them in the future.

There are a number of tools available to help you analyze the causes of emerging or potential problems.

6. Training system

Create a workplace learning system.

Have you noticed that often a young specialist who comes to work after studying at a university has no idea what needs to be done, even if he works in his specialty (which is a rarity these days)? How to raise professionals who will successfully cope with the tasks assigned to them, and will also become the backbone of the company in the future?

World experience shows that a mentoring system can help in solving this problem, when experienced employees train young newcomers. This approach has a triple effect: you educate young people, increase the loyalty of experienced professionals, unite the team, and lay the foundation for respectful relationships between colleagues.

7. Effective leadership

"It is necessary to apply modern methods guidelines to help workers do their jobs better. ”

The well-known principle says: in order to get a different result, it is necessary to make some changes in the system. That is, if nothing is changed, then the result will be “as always”. Are you satisfied with the work of your employees? No? Then who is responsible for bringing about change in your company?

In the new conditions, when more and more results are expected from the employee, as well as a responsible, creative approach to work, the manager is no longer the overseer over the "negligent employee" that he often was before. The modern approach to management implies a partnership between employees and managers, in which the leader is assigned the role of a mentor, a “senior friend” who can show the employee the way to his professional growth.

8. Eliminating the atmosphere of fear

“It is necessary to foster communication and use other means to eliminate fear among workers. Then people will be able to work effectively in the interests of the company. "

What are workers afraid of? We should start talking about this with the fact that in any company, the number of which exceeds 100 people, the interests of the business are largely supplanted by the interests of building a career within the company. This means that all the actions taken by the employee will be aimed at increasing his merits in the eyes of his superiors and hiding all the mistakes.

What does this lead to? People start to get scared. To be afraid to talk about the mistake made, to turn to the management once again with a proposal for improvement: “How will they look at me? Will they not be punished? Will they not be made responsible for the implementation of my proposal? What if I can't cope? " As a result, a person undertakes only the "safest" jobs, seeks to shift responsibility onto colleagues and managers. And what kind of creative approach to work can you say in such a team environment?

Another negative consequence of the fear of punishment at work, the division of the company into “bosses” and “ordinary workers” is the emergence of mutual responsibility among ordinary employees. There are many negative consequences. This is theft and mutual concealment of inaction and mistakes.

What is the reason for this situation? Fear is usually the main reason for confrontation between employees and management. After all, it often happens that when problems are detected (for example, a marriage occurs), the management is engaged in "looking for the extreme", "so that it is discordant." And the problem often lies in the problems of the organization of labor, the shortcomings of the system.

In a number of successful companies the following principle was introduced: if an employee himself admitted his guilt in making a mistake, he is not only not punished, but also rewarded if he comes up with a real way to prevent this mistake in the future. After all, now this employee has gained valuable experience! Of course, this is not the case for those who make mistakes day in and day out. However, as practice shows, most workers really strive to do their job as best they can. Do not bother them in this!

9. Removing barriers

“It is necessary to eliminate barriers between individual areas of the company, divisions.”

You have noticed that sometimes in companies you can hear such conversations.

Accounting: “These salespeople are slackers! Not only do they come to the office only in the evening, but also the documents are constantly delayed! "

Sellers: “This accounting department is a continuous swamp! Not only do they sit all day, wipe their trousers, they also constantly make mistakes in calculations, and you won't get documents from them! "

If in your project you hear such conversations, it means that you have developed opposition of divisions... Why does it arise?

The fact is that most of the company's employees are engaged in their own narrow business, do not notice the importance of what other departments are doing, the problems that are in their work. This means that what other departments are doing starts to seem unimportant. As a result, conflicts and recriminations arise.

What to do in such a situation? As a rule, this situation is resolved through a series of procedures aimed at resolving conflicts, establishing constructive interaction between units. Moreover, to conduct such events, people are needed who will not be "theirs" for either side, and often a team of invited consultants acts in this role.

10. Rejection of slogans

“It is necessary to eliminate slogans, appeals and warnings. They only provoke opposition, since in most cases poor quality is caused by the system, and not by the behavior of a particular employee. "

“You have to work efficiently!”, “Five-year plan - in three years!” - We've all heard this somewhere, haven't we? When you hear such a fiery call, what desire arises within? To work well, or to do something different with respect to the one who repeats this slogan day after day?

Does this mean that propaganda is not needed at all? How to be? How to convey the necessary ideas to employees? Moreover, the author spoke above about the “ideology of quality”. Is there a contradiction here?

It is, of course, there, but there are also methods for resolving it. First, modern methods of creating public opinion (PR) are much more subtle than just uttering slogans. Secondly, there are other ways of conveying ideas to the masses, for example, the work of the Quality Circles, which, according to our experience, work very well in Russia (of course, if they are organized correctly).

11. Refusal from arbitrarily established norms (quotas) in production. Change of leadership

a) "Give up quantitative quotas for workers";

b) "Give up the quantitative goals of the administration."

As the practice of implementation of quality management systems shows, there is always a contradiction in companies: to work efficiently or work well. In general, our whole life is woven of contradictions. For example:

Car: Prestigious or Cheap?

Traveling by train or by plane?

Employee: Smart or Compliant?

One of the tasks of the project manager is to resolve such conflicts at the earliest possible stage of planning. Moreover, the situation is often complicated by the fact that the priority quality in work contradicts those quantitative production rates that are set for workers. They would be happy to work well, but at a certain level of load it becomes physically impossible.

How to be? Find compromises between quality and quantity, and not go to one of the extremes.

12. The opportunity to be proud of your work

"Anything that calls into question the ability of every employee and every manager to be proud of their work must be eliminated."

Have you noticed how differently those who go to work “just to make money” and those who are proud of their professionalism, their team, and their company treat their work? And, nevertheless, how many obstacles do managers sometimes create on the way of employees to a sense of pride in their native company! To the extent that employees of recently separated subsidiaries of a very large Russian company, who work side by side with it every day, are prohibited from wearing its symbols! It's hard to see the bitterness in people's eyes when they talk about it! People simply lose heart from such an attitude towards themselves ...

But sometimes it is necessary to take very simple actions to maintain self-respect in an employee, pride in his profession. Methods such as honor boards and awards are still relevant today. And how fully grown-up serious people rejoice when they receive a postcard signed by their manager for their professional holiday!

13. Encourage learning

"It is necessary to create a comprehensive training program and an environment in which self-improvement becomes a need for every employee."

Do your employees often receive training? No? And you want them to keep up with the changes that are taking place in our life?

It is said about Japanese companies that everyone teaches everyone there, and this is one of the reasons for the rapid growth of the Japanese economy. In our country today there is such a situation that up to 70% of the population do not work in their basic profession. Engineers are in charge, psychics treat, and all those who could not find a place in other areas go to salesmen. And what do you expect from such workers? It is surprising to see what hopes the head of such a newly-made sales department places on his "eagles", one of whom wanted to become a doctor, but quit, the other is looking for a job after a culinary college, and the third has just come from the army. Of course, these can be quite decent people, however, it never occurs to anyone to put a peasant in a pilot's seat and send him across the Atlantic!

Create such conditions in which it will be prestigious for the employees of your company to study. For example, you can link career with the passage of certain trainings, or receiving a "second higher".

14. Transformation is everyone's business

“Get every worker involved in a transformation program.”

The people say: "One is not a warrior in the field." Well, what will you achieve in the field of quality, if your employees in the smoking room will giggle at you, discussing "the next whim of the boss"?

One of the first tasks of a project manager is to involve all employees in quality improvement work. And to make sure that people participate in it voluntarily and with enthusiasm.

It should be noted here that although Deming's principles have proven their effectiveness in Japan and other countries of the world, they were developed for a long time, and the Japanese mentality is significantly different from the Russian one.

That is, when borrowing any advanced experience, you should creatively process it under the conditions of your reality. What principles will you develop for your company based on the best world experience?

Creation of QMS

So how is the QMS created? As with everything, there is at least two ways:

do it yourself;
order on the side.

Americans call it "make or buy". Both have advantages: in the first case, you will learn a lot, fill your bumps, and get the most adapted system, but it will take you a lot of time. In the second - spend more money, however, save time and get fast, professional results.

Most choose the second option. We will consider it on the example of the company "Etalon".

There are a few milestones:

Preparation

Analysis of the "as is" state
Quality management training for managers and staff

Development of documentation

Formation of QMS documentation

Implementation
Internal audit

Internal auditor training
Internal audits

Quality management report to top management
QMS certification
Re-audits, continuous improvements, recertifications.

Preparation

Analysis of the "as is" state

To begin with, the consulting company conducts preliminary rough estimate of the client in order to determine the contours of the future project. Evaluated:

Industry of the company and directions of its business
Organizational structure, management structure, number of staff
Does the client need certification, if so, which one, why and in what time frame
And other parameters.

Rice. Organizational structure of the workshop

It is worth mentioning here that certification is different... There are different ways to classify the offers of companies. For example:

"Sale of the certificate" + QMS as a bonus. Wishful thinking.
Assistance in creating organizational maturity of the company (speed, accuracy, quality of fulfillment of customer orders) + a certificate as its confirmation.

The first option is more widespread on the market, and the second, alas, is often reduced to the first in the course of implementation. A truly professional consultant can do both, but initially focuses on the second. Its benefits have been described above in the “What are the business benefits?” Section. It is about him that we will talk further.

Certification also happens:

Western(TUV, Lloyd register, BVQI, DNV, SGS, etc.)
Russian(GOST-R, VNIINMASH, Russian register, etc.)

Western certification bodies are good because they have many years of experience and reputation, transfer successful experience from other companies, but their services are very expensive.

At the same time, the Russian ones are cheap, but the emphasis during implementation is placed more on the administrative resource, coercion.

Based on preliminary assessment the consultant makes an offer to the client, where he describes the goals of the project, its stages, cost. Typically, the client arranges a competition (explicitly or not) among the consultants. A contract is signed with the winner, in which technical task(TOR) and project plan are included in the annexes. This is very important because allows "on the shore" to agree on mutual expectations and requirements, scope of work. Otherwise, the project tends to "grow", which leads to dissatisfaction on both sides.

It is also worth mentioning that the success or failure of a project is largely dependent on the client... So, often he seeks to complete the most expensive stages on his own, and does not perform, or does it poorly. And sometimes the project is greatly delayed due to the lack of key persons of the client (business trip, etc.), delay in providing information.

It also happens in the preliminary stages "Grinding" the consultant and the client... After all, mutual trust is important for success: a consultant often learns a lot of confidential information about a company. It is not for nothing that the preservation of trade secrets is an important point of any consulting contract.

For the success of the creation and operation of the QMS, the support of the key persons of the company, incl. her senior management. Therefore, it is useful to carry out the so-called starting ("kick-off") training, which describes the key benefits of creating a system, how it works and the stages of its creation.

identify weaknesses and risks in the client's business (non-compliance with the standard)
identify improvement potentials that can be implemented, preferably at minimal cost. Sometimes they are also called "low hanging fruit".

A step-by-step survey of the company's personnel is carried out, ranging from senior management to performers.

Further implementation largely depends on the literacy of this stage. If the consultant is competent, then already at this stage seeing "as it should be", and not only for him, but also for the client.

This stage ends the formation of a project for the implementation of the QMS in company.

An example is provided at the beginning of this section. You can supplement it with a network graph, a Gantt chart and a responsibility matrix.

Development of documentation

Identification of the main processes of the Company

At the next stage, it is necessary to implement the concept that has developed after analyzing the current state of the company. And, first of all, it is necessary to develop a "principle diagram of the company", and not so much "as it is", but rather "as it should be", taking into account the requirements ISO standard 9001: 2000. In quality management, this scheme is usually called "Process landscape": it contains the names of the processes taking place in the company and, possibly, the connections between them.

Processes are usually divided into three groups:

Company management processes
Core processes (which add value to the customer and bring profit to the company)
Supporting (auxiliary) processes.

However, we follow the approach suggested by Austrian consultant Karl Wagner (ProCon), who also highlights:

Measurement, analysis and improvement processes.

This makes it possible to ensure that the created QMS will actually fulfill its functions: contribute to the prosperity of business. If these processes do not exist, the QMS is just a declaration.

Rice. The interrelation of processes in the company.

First displayed main processes as the most important for the company. We trace all the way from the receipt of the customer's order to the issuance of a finished product or service. For example:

Search and attraction of clients
Concluding contracts
Execution of orders
Development of new products (R&D).

Note that the division of processes into groups is very conditional and controversial, and primarily depends on the scope of the business and the goals of the company. For example, for a bank, financial management is the main process.

Selection and evaluation of suppliers
Work with personnel
Office life support, technical processes
Security.

In order for the core and supporting processes to function successfully, they need to be managed. For this there are governance processes... For example:

Strategic management
Tactical control
Operational management.

You can manage in different ways. It can be based on the intuition of managers, or it can be based on facts, preferably expressed in digital form. For this it is necessary to produce measurements, then analyze the information received. And already based on the analysis - improve the work of the whole company or individual processes. For example, in our example, the workshop manager has set the price of an hour for a paint shop to be 40 euros. Based on what: competitor analysis, customer surveys? Such a manager runs a very high risk if, for example, the cost of an hour is 37 euros: pretty soon his business will collapse, and he may not even be aware of it, because it does not have a system for collecting and analyzing evidence.

Detailed description and development of processes

Name
Owner (responsible)
Process boundaries (start and end)
Inputs and Outputs (starting with outputs)
Process execution logic

There are many ways to describe processes, from the simplest to the most complex, such as IDEF0 and ARIS. However, we recommend using the simplest block diagrams: they are less scientific and easy for everyone to understand.

Rice. Description of the order processing process in STOA "Etalon"

In the course of the description, the processes are repeatedly corrected and improved. Their landscape can also change. It is convenient to single out 4 working groups from among the company's employees, each of which describes the processes of one of the groups indicated above.

Determination of QMS management procedures

In order for the processes to be efficiently executed taking into account the requirements of ISO 9001: 2000, it is necessary to develop six mandatory procedures for managing the QMS:

To documentation The QMS was convenient to use, it was necessary to form some of its structure and document templates.

Recordings are necessary in order to record how this or that work was performed. Think of the sheet on which a cleaning lady marks the time of cleaning a restaurant toilet - this is an example of records.

Rice. Sample records. "Form of acceptance of the car for repair"

Non-compliance management is about handling customer complaints, both external and internal.

Internal audits are necessary in order to assess what does not lend itself to a normal measurement system. For example, the quality of documentation. First of all, the performers are interviewed for the implementation of the specified regulations.

If in the course of the audit nonconformities were identified with the requirements of the standard, it is necessary to take corrective actions that correct them.

And so that in the future inconsistencies do not arise in principle, preventive (preventive) measures are taken.

Formation of QMS documentation

Of course, the QMS must be documented. The documentation is arranged in a pyramid:

	Application area
Sets benchmarks in the field of quality	The whole enterprise	All employees
Describes the quality system in accordance with the established quality policy and objectives and the applicable standard	The whole enterprise	Inside: at the department level Outside: to the project participants
Describes the activities of individual functional units necessary for the implementation of elements of the quality system	One or more departments of the enterprise	Only within one or several departments
Consists of detailed working papers	Department, individual workplaces	Only within one department

At the top level- the company's policy and objectives for quality, which are detailed in the Quality Management Manual. This documentation is presented in its most general form and is of an "advertising" nature. It is provided to clients, suppliers, partners. However, it contains links to the next level, which contains the company's know-how, which means that access to it should be limited.

Quality policy
Customer orientation
We focus on the needs of our customers and work with them in a friendly and helpful manner in order to achieve permanent partnerships reliably and long-term.

Profitability
We are committed to acting economically. We find out the processes of our company in terms of their economic sense and efficiency. For our clients, we support the latest technology and fundamental knowledge and guarantee it. We strive for subsequent coverage of costs and competitive cost of our products.

Service quality
Our activities are defined within the framework of processes that should ensure the highest quality of our services. Responsibility and competence are clearly defined in order to ensure clear information flows, regulations for the regulation of interfaces.
Preventing or quickly resolving nonconformities is part of our process oriented QMS.

On average- descriptions of processes and procedures. These are documents regulating the company's activities: how to analyze the market, how to work with suppliers, create new products etc.
The above was an example of a process description
At the bottom- work instructions, job descriptions, drawings, operational instructions, document forms, etc.

Implementation

After the QMS is created, it must be implemented. This requires:

Distribute responsibility for the implementation of the created processes between managers and employees.
To train... It is recommended to train managers first, who then train their employees.

Internal audit

Now it is necessary to check how much what we have planned corresponds to what it actually is. The main goal is to improve the created system.

Internal auditor training

First of all, it is important to determine who will be the internal auditors... A good auditor can be a person who is not tuned in to authoritarian control, but to look for opportunities to improve the system.

Then spend education both the audit procedures and the necessary skills, for example, asking effective questions, listening, identifying the causes of problems, suggesting improvements, separating problems from specific people, etc.

Then spend exam where the future auditor demonstrates his skills.

Internal audits

The audit is carried out about a week after the end of the implementation. When conducting it, the following options are possible:

Everything is described and works. Everything is good here.
If described, but does not work, then decide if a description is needed.
If it is not described, but it works, then it is assessed whether a description is needed for repeatability of the processes, or whether it is enough to create a "checklist" or conduct a simple instruction against signature.
Not described and doesn't work. If a process is needed, then we come up with an optimal algorithm, otherwise we discard the process.

Implementation of audit-based improvement actions

Based on the results of the internal audit, it is written report, has the following structure:

General information about the state of affairs in the company in terms of quality management
Critical non-conformities to the requirements of the standard
Remarks
Recommendations

Based on the report, list of events to improve the QMS.

Rice. Internal audit report outline

Rice. Internal audit report form

Quality management report to top management

When the QMS is established and internal audits have been carried out, the Quality Management Commissioner submits a report to the top management of the company that analyzes:

During this procedure, the authorized person “sells” the created system to the first person of the company, demonstrating to him all the benefits of using the QMS. Based on the results of the report, top management makes decisions on the final adjustment of the system, sometimes very drastic.

Rice. Agenda of the "Report to senior management"

QMS certification

When the QMS is completely ready, they carry out its certification, i.e. confirmation by an accredited body that the created system complies with the standard. Simply put, a certain authoritative independent organization gives a guarantee that your company works well and stably.

Certification has a number of steps:

The QMS is being developed
Certification body selected
Application is being submitted
Documentation (quality manual) is sent to the certification body and verified in absentia
Certification audit time assigned
Auditors check the working system. The number of auditors depends on the size of the audited company. During the audit, auditors identify "critical deviations", comments and recommendations. If there are more than 3 critical deviations, then the certification is interrupted, the payment "burns out", and the time of the next audit is assigned. However, this is extremely rare.

It should be noted that the cost of certification depends on the size of the company and the number of man-days of the auditor's work. The cost of one man-day of work of a Western certification body is equal to the monthly salary of an average Russian manager.

Re-audits, continual improvements, recertifications

Since the principle of continuous improvement was initially laid down in the QMS, so-called control audits are carried out annually, and every third year there is a mandatory recertification of the system.

So, the QMS has been created and is working. What did this give our company Etalon? A very simple and important thing - it has become more competitive and successful. And no matter what changes take place in the market, its shareholders and management are now confident that the company will be able to quickly adapt to them: not only preserve itself, but also reach a qualitatively new level.

With quality management, the wind of change becomes favorable!

What else?

Of course, there are other important aspects when implementing quality management in a company.

So, for example, one cannot do without tools, of which more than 600 have been developed to date: from the simplest to the very complex.
It is very important to work correctly with personnel so that your QMS is not just a pile of paper, but a really working mechanism for increasing the company's competitiveness.

1 W. Evards Deming, "Out of the Crisis." - Tver: Publishing house "Alba", 1994

The quality management system at the enterprise should operate on the principle of continuous improvement of the quality of all organizational processes. The main thing is to monitor not only the quality of the product itself, but also the level of qualifications of the personnel, how the adopted development strategy is being implemented. The quality can be quantified: by financial performance company and the ratio of positive and negative customer reviews.

Using the ISO 9000 quality system

QMS can be certified according to the ISO 9000 standard, which includes a whole series of standards.

The system involves an external audit by a certification body at the enterprise. Now in our country, this procedure is not mandatory, but the presence of such a certificate speaks of the reliability of the company and clients, and partners, and the state. Participation in international and national tenders, for example, is impossible to imagine without the ISO 9000 certificate. The certificate, which is issued in Russia, is drawn up according to the GOST R ISO 9000 standard. constituent documents company, tax number, OKVED codes, an extract from the Unified State Register of Legal Entities, the charter of the organization and all the changes that were made to it, the memorandum of association and licenses with the types of activities permitted by the company. The documents will need to indicate information about the organization (address, Bank details), as well as describe the complete structural diagram of the company, including the various divisions. It also requires detailed description the personnel of the organization, indicating the education and length of service of the employees. Registration of the certificate will take from three weeks to two months.

Obtaining a document valid for three years will cost 100-500 thousand rubles. depending on the system in which it is issued.

The introduction of a quality management system at the enterprise will help not only to improve the company's reputation. The QMS helps to avoid mistakes in production, in addition, due to the optimization of all processes of the enterprise's life, costs are reduced. If done right, it should improve financial condition firms. Openness to external auditing forces managers to reckon with the opinions of ordinary employees, which leads to team cohesion and a greater focus on specific results.

Basic principles of the enterprise quality management system

There are several principles on which the quality system of any enterprise should be based:

The client's desire is the main thing. Orientation to customer requests is fundamental. The company should not only monitor the momentary demand, but anticipate the desires of consumers. The foresight of the management will allow to change some parameters of the product in time, which can lead the company to the leaders of the market segment.

Manager - home driving force changes. The head of the company must motivate employees to achieve the most positive result.

The approach to management must be systematic. This means that the leader must evaluate both external and internal factors that affect the functioning of the company.

Commitment to continuous improvement. This should be the main motive for the activities of the company, which implements the QMS. Of course, the costs of research and ongoing audits require material costs, but new technology, which, as a result, will be applied in production, on the contrary, can reduce costs and give the company a new impetus to development.

Employees must be involved in the quality management process. The staff must be motivated to work. Employee motivation is one of the most important elements of a quality management system.

Relationships with partners and suppliers must be mutually beneficial. Issues related to the supply of raw materials, or, for example, logistics (which ensures the timely delivery of goods to the consumer) should be allocated in a separate area, for which a specific employee will be responsible.

And ultimately it came. In addition to (QMS, - ed.), The models of business excellence (ed.), Lean management (ed.), Paradigm, are heard. Thanks to the low Russian materials on the topic: it can be difficult for a top manager to understand what to choose for himself from the listed arsenal. The problem arises and how to use it. (QMS - Quality Management Systems - QMS, - ed.) - the most mastered Russian market mechanism of scientific and practical management. Suffice it to say that, according to the survey, which is referenced by the brochure of the Ministry of Industry and Trade (Ministry of Industry and Trade - ed.) "Lean production and quality management systems", 97% of domestic industrial enterprises covered by the study, according to the international standard ISO 9001. For comparison, only 36% of the sample worked with lean tools. But even most managers are not very versed in the opportunities that are available to them in the field of QMS. They make a system for them, and issue certificates. But the staff quickly rejects foreign and incomprehensible "Western things". This says only one thing: even if you bought something on a turnkey basis, you still need to be able to use it, otherwise there will be no sense in purchasing it. Inside the QMS you will be greeted by the same as in general in business management systems.

Types of QMS

Crystallizes in national or international standards. According to them, the established approaches are reproduced on new ones after independent audits. There are universal and industry-specific QMS. Universal, which claim to be able to be implemented in any company, regardless of size, field of activity and point of the world where they operate, are represented by the famous ISO 9001 “Quality Management Systems. Requirements". enjoys a monopoly status among the universal standards. There are enough other well-known documents to make them really in demand,. Versatility has a number. Of these, the first in importance is that introducing detailed, with methods and examples into a standard is impossible if it is universal. The fact is that the more details appear, the more role the specific situation of a particular implementing organization plays. It is impossible, for example, to write how to work within the framework of a system with the peculiarities of creating auto components, since universality means that according to the same standards, quality systems will be created at enterprises that do not work with auto components at all. This is how the QMS QS 9000 “Requirements for the quality system” appeared. Now this standard has already been canceled, but earlier it was approved for themselves by the giants - they adopted their own automotive standard for quality management systems. Today there are many such industry standards: TL 9000 - QMS for the telecommunications industry, AS / EN 9110 - aerospace industry, ISO / DIS 22006 and UNI 11219 - QMS for agriculture, ASQ E2014, IRAM 30100, HB 90.3 - construction, IRAM 30000, ISO IWA 2, Guide 44, are the standards for systems in education. Such standards exist today in almost every industry. See which ones you have.

Initially, there was a certain antagonism between industry and universal standards. The International Organization for Standardization (- Ed.) Was afraid that the development of certain standards would make ISO 9001 meaningless. It was probably not so much about the ambitions of ISO, but about the fact that the absence of more or less well-known QMS standards make it is impossible to formulate uniform requirements for everyone in this aspect on the international market. Ultimately, this is a blow to the development and integration of global trade. Industry standards, such as QS 9000, cannot facilitate cross-border communications by definition - as highly specialized regulations, they can be of interest to a relatively narrow circle of companies. However, it was not possible to solve the problem of the absence of important details for the industries in any other way than through separate standards of industry associations. There have been attempts by ISO to release adaptations of ISO 9001 for different industries. It is in line with this trend that the International Organization published ISO / TS 16949 - this is the same ISO 9001, only with parts for the automotive industry. But such attempts cannot be considered successful. One way or another, in the end, it was possible to reach a compromise, when groups of professional associations and stakeholders at the national level still accept their QMS standards, but they are written in accordance with ISO on the basis of the universal requirements of ISO 9001. The new standards reproduce the text of the universal document, and then add those details that are missing but that are important to the industry. However, a number of standards of "rebels" that are devoted to the problems of QMS in a particular industry, but ignore ISO 9001 still exist.

Standing apart are the quality management systems that organizations create for themselves. The fact is that some large organizations prefer not to rely on universal approaches, but to build something on their own, formalizing everything in the form of, for example, enterprise standards. These organizations are very proud of their own corporate-based quality systems, sometimes they export their experience to other companies. For example, a well-known organization for quality (American Society for Quality - Ed.) Promotes connections of its members, who are only introducing systems with other participants who are willing to show and talk about their experiences.

What to choose QMS, lean management, some business excellence model or ERP system?

To do this, you need to understand what each of these tools can give you. Business Excellence Models - Today the Baldrige Model and the European Business Excellence Model (EFQM - Ed.) Are strategic, global approaches to management. If quality systems are focused on achieving the quality of products and services, then, for example, for EFQM, this is only part of the problem. This model is focused not even on quality, but on performance. Quality according to models of business excellence is only part of the problem, and in the standards, where their requirements are fixed, many other aspects are touched upon:, sustainable development, social responsibility and so on. It is easy to say that the requirements of ISO 9001 cover 20-30% of the requirements of the European Business Excellence Model. Each specialist has his own methodology, but some experts in the field management consulting believe that QMS implementation is a good preparatory procedure for working with business excellence models.

A big problem for a manager is the choice between QMS and ERP systems or the integration of both, that is, simultaneous implementation. No dispute, and QMS and ERP are dedicated to performance and compliance. But these two approaches differ in what is the focus. The main thing for QMS is the automation of quality-related processes throughout the company, not only in the quality department. ERP, in turn, focuses on interactions on quality issues and on data in the supply chain and manufacturing processes. there are some elements that overlap and entrepreneurs will inevitably have to choose which approaches to focus on. These are the following structural elements:

Management and documentation of nonconformities.
Handling complaints.
Supply quality, internal and external audits.
Change management.
Corrective and preventive actions.
Education.
Calibrate and maintain tools for preventive action.

To decide whether to prefer the elements of the QMS or ERP, you must first of all study well the needs of stakeholders in the organization, have a good understanding of the work processes.

Lean management and the quality management system are related to each other as a particular to a general. Lean is a set of specific tools, and ISO 9001, according to which quality management systems are usually implemented, is a set of requirements, and this regulatory document does not fundamentally describe the methods and tools by which compliance with the requirements is achieved. This issue is left to the discretion of the heads of specific organizations. Another thing is that lean tools, that is, they can be part of the current QMS according to the international standard. We can even say for which elements of the ISO QMS model lean tools are suitable as a mechanism for fulfilling the established requirements: a process approach, continuous process improvement, reduced variability, and quality improvement.

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At the current level of development, the concept of "quality" is considered as a complex component, which includes the quality of the final product, the quality of management, the quality of delivery or work, the quality of life of people (employees) and society as a whole.

Quality management- It is a coordinated and interconnected management activity, structured in such a way as to ensure the reliable and smooth operation of the organization.

Management of an organization, in relation to quality, means that all activities are subject to established quality goals, and to achieve these goals, the organization has developed a system of plans, has the necessary resources, and takes actions to achieve the goals.

Quality management includes four main components:

quality control;
quality assurance;
quality planning;
quality improvement.

Quality control- This is an activity to assess the conformity of the control object to the established requirements. Evaluation activities can include measurements, testing, observation, monitoring, verification, calibration and other activities, the result of which is the comparison of the values of the observed characteristics with the specified ones.

Quality assurance- is a systematic (regular) activity due to which the established requirements can be met. It includes work on production, management, material support, maintenance etc.

Quality planning- these are actions involving the determination of the necessary characteristics of the object and the establishment of their target values. Quality management refers to these activities as setting quality objectives. Also, quality planning involves defining the processes and resources needed to achieve goals.

Improving quality- consists in the implementation of actions, due to which it is possible to increase the organization's ability to fulfill the requirements for the object. Under the term “object”, quality management considers products, processes, management system and the organization as a whole.

As such, quality management is a fairly large and voluminous section of applied science, which contains both the philosophy of quality management, and theory, and practical methods.

History of quality management development

Interest in quality management arose with the formation of mass industrial production. From the end of the 19th century to the present time, quality management has gone through several stages, which are associated with the development of certain production technologies. These stages do not have clearly defined boundaries. It would be more correct to talk about overlapping stages, since the development and formation of certain management methods and production technologies does not begin and does not end at one moment.

At the first stage, quality management paid the greatest attention to controlling the parameters and characteristics of products. This stage falls on the late 19th, early 20th century. It is characterized by close attention to the product and the identification of problems in the product. During this period, developed and large quality control services appear at factories, which are engaged in checking each product. Control is usually carried out at the end of the production cycle and requires the involvement of specially trained inspectors.

The second stage refers approximately to the period of the 20s, 50s of the 20th century. This stage is referred to as the "process control" or "process control" stage. Quality management shifts focus from product to production processes... This transition was made possible through the development of statistical process control methods and control charts. As a result, it was possible to significantly reduce inspection costs and improve product quality.

The third stage of its development, quality management took place in the period from the 50s to the beginning of the 80s. To a large extent, the transition is due to the efforts made by Japanese companies to increase competition for their products. This phase can be called the “quality improvement phase” or “quality assurance”. During this period, quality management focuses on improving the enterprise subsystems in a complex - production processes, management processes, procurement processes, personnel management, procurement, sales, product sales, etc.

The fourth stage began to take shape around the late 60s and early 70s. It is associated with focusing on the most important characteristics of the product for the consumer. During this period, competition between manufacturers increases significantly. Quality management began to pay the greatest attention to quality planning, so this stage can be called the “quality planning stage”.

Quality management guru

Quality management is closely related to the names of many scientists and engineers who have contributed greatly to solving quality problems. The works of a number of them were the "catalysts" for the transition of quality management to the next phase of its development.

Applied areas of quality management

At the present stage of development, quality management has a large theoretical basis, which incorporates elements of many sciences. However, from its inception to the present day, quality management has remained an applied science. His the main task- to plan, create and provide a high-quality result (products, management system, processes, infrastructure, habitat, etc.). The solution to this problem is ensured through the creation of application systems that are implemented and operated in various companies.

The most famous and popular systems that quality management includes today are:

This is not the whole list of methods and systems that are developed and applied in quality management. Currently, there is a formation of new concepts and methods for quality management. And the very concept of "quality" is becoming more and more multifaceted.

The quality management system (QMS) is a part of the enterprise management system. Its goal is to provide a stable quality of services or products that the company produces. In the article we will understand what a quality management system is. in simple words, we will give a step-by-step algorithm for its implementation and consider the role of the CFO in this process.

To documents confirming the stability, reliability and prospects of the company, such as reporting in accordance with IFRS or, a certificate for QMS compliance with the requirements of ISO 9001 was added. Competent implementation of the quality management system will allow the company to obtain a number of advantages:

improve manageability, competitiveness, quality of products and services;
reduce costs;
make the company customer-oriented.

See also an effective internal control system: how to overcome risks and key issues in setting up an internal control system.

QMS is ...

A quality management system is a system that ensures effective work companies, including in the field of product quality management. The most effective when creating a QMS are the requirements fixed in the international QMS ISO 9000 series.

notice, that effective system can be created without focusing on the ISO 9000 series standards. However, in order to certify it, that is, to obtain a document confirming that the company's processes are effective and aimed at continuous improvement of the quality of products or services, the QMS must comply with the requirements of the ISO 9001-2000 standard ... Therefore, we will consider its creation from the point of view of ISO 9001 requirements.

In order to build a QMS in accordance with ISO 9001 standards, you must:

develop a document that formulates the goals and objectives of the QMS, as well as the principles of their achievement ("quality policy");
develop regulatory documents describing and regulating business processes ();
think over efficient mechanism implementation of the requirements regulated by the regulatory framework;
train staff.

When forming all these elements, the basic principles of quality management should be taken into account. Let's consider the implementation of the QMS in stages.

Principles of building a quality management system

When building a QMS, you need to be guided by the principles formulated in the QMS ISO 9000 standard:

customer orientation,
leader leadership,
involvement of employees,
process approach,
continuous improvement,
decision making based on facts,
mutually beneficial supplier relationships.

The model of a quality management system based on a process approach looks like this:

Stages of QMS implementation in the company

Let's consider in detail all the stages of QMS implementation at the enterprise.

Stage 1. Management decision

The manager must decide to start the project, notify the company's employees, and also create the prerequisites for the rapid implementation of all other stages. At this stage, the goals of building the system should be formulated, at the top level, the processes that need to be monitored and the criteria for assessing their quality should be identified. Subsequently, the goals must be recorded in a document called "Quality Policy", which also describes the principles for achieving them.

Stage 2. Personnel training

The personnel must understand the theory of quality management, the ISO 9000 series standards, master the theory of the process approach, as well as the basic requirements for the implementation of the QMS. Training in using the system can be carried out both with the help of consultants and independently, if the company has an employee who has experience in setting it up.

Stage 3. Formation of the QMS implementation program

QMS implementation is a complex and lengthy project for up to one and a half to two years. Therefore, it is necessary to draw up a program that should include:

description of the stages of implementation;
list of those responsible for each stage of the project. As a rule, they are chosen from among top managers, as well as specialists who know the specifics of the work of their departments best of all;
implementation budget. It includes both the costs of certification and payment for the services of consultants, if they are involved, as well as the cost of further training of personnel and the cost of diverting management from the main work for the project. When setting up, you can do it on your own, however, the distraction of top management from the main work, as well as the training of your own specialists of the required level, can cost more than the services of a consulting company;
procedure for assessing the implementation of the QMS. Indicates the criteria by which management can determine whether the goals set at the beginning of the project have been achieved.

After drawing up the program, you can proceed to the direct setting of the QMS.

Stage 4. Description and optimization of business processes

The described business processes need to be optimized, that is, to eliminate all inconsistencies and redundant requirements of the standard, as well as to develop new ones in accordance with the rules of the standard. Most often, companies do not have a "Customer Satisfaction Assessment", which is required by the standard. Therefore, it is necessary to develop a system of indicators, as well as the procedures necessary for the implementation and monitoring of this process.

Stage 5. Development of regulatory documents

At this stage, normative documents, regulations and procedures are formed to ensure the work of the QMS. The basis for them is usually a set of documents already existing at the enterprise, which is modified and supplemented in accordance with the requirements of the standard.

First, on the basis of the Quality Policy, a document is prepared called the Quality Manual. It contains the main provisions governing activities: the delineation of areas of responsibility, requirements for the quality service, a description of the procedures for its provision, the procedure for maintaining the QMS document flow, a description of the complaint handling procedure, etc.

The next level of documents is called "System-wide documented procedures". There are six procedures to be followed in accordance with ISO 9001:

document management,
data (records) management,
audit management,
management of products that do not meet standards (the process of detecting defects and the procedure for their disposal),
management of corrective actions,
management of measures to prevent the occurrence of nonconformities.

The next level documents describe the rules for the effective planning, implementation and management of processes. Such documents include working methods, job descriptions of workers, flow charts.

The basis of the "pyramid" of documents is the data confirming that the requirements of the QMS are being implemented in practice. These are reports on the work done, entries in the operation logs, etc., that is, the documentary basis for the daily work of employees.

When preparing regulatory documents, it is necessary to take into account the requirements of the ISO 9001 standard on the competence of the personnel performing the work. This means that regulatory documents should describe the process of employees' access to regulatory documents, as well as requirements for the competence of personnel (level of knowledge, work experience), a program for raising the level of employees, if necessary, a system of employee motivation, etc.

It should be noted that the effective use of a large number of regulatory elements requires an organization.

Stage 6. Testing and internal audit of the quality management system

After developing all normative documents trial operation begins. Processes can be launched gradually, for example, first to introduce control over the procurement process, then production, etc. The trial operation is accompanied by an internal audit, special procedures for checking the work. At the beginning of operation, they are carried out often (perhaps once a week), then less often (once a month or even a quarter).

For internal audit purposes it is necessary to record quantitative indicators of quality, for example, scrap rate, customer satisfaction rate, return rate, etc., to which you need to strive. To determine the value of such indicators, similar indicators of industry leaders are usually used. Internal audit should identify inconsistencies between current work and the requirements of the standard. These deviations must be recorded. Then, based on the results of the audit, adjust the work of employees, as well as regulatory documentation, in order to avoid deviations in the future. All this work should be documented as well.

Stage 7. Certification

In order to certify the QMS, you must submit an application to the certification body. Initially, a number of documents should be submitted to the certification body:

certification statement,
all documents ("Quality Policy", "Quality Manual"; scheme organizational structure companies, documented procedures and other developed documents),
a list of the main consumers and suppliers of the enterprise.

The experts of the certification body carry out an examination of the submitted documents within a month. The examination may include a visit of representatives of the certification body to the enterprise to check the QMS in action. Based on the results of the audit, a protocol is drawn up, in which all inconsistencies between the system and the requirements of the ISO 9001 standard are recorded. Usually, according to the results of the first stage of verification, more than a hundred inconsistencies are found, and the task of the enterprise is to eliminate them as soon as possible and prove it to the certification body. As a rule, these operations take 1-4 months.

After that, the actual certification of the QMS is carried out. If all significant inconsistencies are eliminated, the company is issued a certificate, it is drawn up for about a month. The certification body conducts repeated (supervisory) audits of the QMS with a certain frequency. They confirm that the company has not only implemented the system, but is also constantly improving it. The cost of such an audit is about a third of the cost of an initial certification.

The role of the CFO in the implementation of the QMS

The majority of Russian enterprises have existed for quite a long time and operate according to historically established rules. Changing these rules in accordance with the QMS requires a strong administrative resource: the CEO and CFO must not only take an interest in such changes, but also manage them. Very often, CFOs act as a coordinator of the system building process and are directly involved in describing and organizing the procedures within this work.

The setting of the QMS sometimes prompts financial service to the preparation of accounting and management reporting in accordance with international standards. After all, accounting in accordance with IFRS and financial management in accordance with ISO are very close in concept.